Construction is a task dating back to the Neolithic Age (9000-5000 BC) and possibly before. As the world has changed much and humans have evolved the theory of construction has mainly stayed the same. To start with a reason to build structure for shelter, work, or recreation, the idea of building has generally stayed the same. With a foundation coming before the walls, then essentially the roof, all structures begins with a cleared, clean, solid plot of land. With location picked the first decision is out of the way. Soon will follow a plethora of mind-numbing decisions throughout the duration of the project.
In the modern day of construction skyscrapers can be seen from afar piercing the sky’s clouds in almost every city. This is undeniably one of the greatest construction booms in the last three decades. With this comes severe issues unfortunately. The problem lies in dilution of management. This can be most closely explained to an individual not in the construction field by putting it in military per-say. A general, with its highest-ranking soldiers, proceed into battle together, the outcome will be most prosperous. The general that has his highest-ranking soldiers fighting other battles as individuals, the outcome will be less successful. This example can closely relate to a construction management team having one leader surrounded with unkowning minions. A situation where an unexperienced member of the team relays an incorrect order can spell disaster for the project.
To further understand why decisions are made or how to make them you must first comprehend the root of all evil. Behind every project in modern society is a Client. This client acts as the bank, lender, or investor, of who has hired you to build a project he or she has envisioned and scoped. In accordance to a contractual agreement the construction manager should base all decisions with complete and unequivocal doubt to defend and protect the clients investment. With that being said, the construction manager must maintain schedule, quality, budget, and above all, safety.
Some of the decisions in terms of schedule can arise at any time and it is imperative to be able to react quickly and justly in order to keep the job progressing. The first part of this should always start with the CM and the team themselves. Prior to starting a new Project CM’s should assemble a team and appoint authority. A CM on the team that is responsible for tasks such as expediting, foundation, steel erection, etc should have full autonomy in their respected field. Having these positions appointed can especially prove to help keep a project flowing as it desperately needs.
“The general who wins a battle makes many calculations in his temple ere the battle is fought. The general who loses a battle makes but few calculations beforehand” – Sun Tzu , The Art of War
To view construction management as the conductor of an orchestra could help to understand the complex task of ruling a project. If the trumpets were to play opposing the saxophone, only loud noises would be heard. The interior renovation aspect of construction can be the simplest way to understand the harmony of working together. With the hvac and electrical companies leading the way with ceiling “rough-in”, the carpenter can begin framing walls and soffits. As the walls get filled with outlets, switches, plumbing taps, drains, data, the carpenter is stalled from sheetrocking walls. If one of the trades mentioned previously fails to perform the task the construction manager must make his first decision. Whether to carry on or stall the walls from being taped and paint, thus stalling the ceiling install and light fixtures, carpet, furniture, finish, turnover, all being delayed. In my opinion, I would decide if the failing trade is either easily replaceable to easy encourage. If working extra hours, paid by the CM, to ensure an electrical contractor finishes all in wall install helps keep the project on schedule and the orchestra in harmony, it should be looked at as a viable option. A process should never be done skipped or a task be performed out of order. If the plumber fails an inspection, the wall gets sheetrocked, tiled and grouted, you will now have 3 tasks backwards to fix after finally being completed properly. By looking at these tasks as a cog in a wheel, every cog the wheel loses, the weaker the wheel, thus the slower you can safely travel onward.
For nearly all construction jobs, a payment schedule is decided prior starting a project. Typically these payment schedules are based off of several easy tasks for the client to view. They usually are, demolition, framing, sheetrock, ceiling, furniture. To keep trades happy is to keep them paid. It is hard to find a contractor that is willing to lay out company money for insurance, material, and payroll for weeks, and sometimes months on end without receiving payment for partial complete. Unfortunately, as a CM this is often the hardest decisions one will have to make. The Client almost always withholds some, but rarely all of every portion of payment. In order for a CM to adjust to this, he/she has three choices, overbuild, overbill, underpay. As bad as these sound, they typically are.
Overbuilding, or building out of turn, can put severe strain on the team as a collective. This is a time usually where the age old joke of construction workers fighting shows its true colors. If a carpenter, in need of payment, installs a ceiling before a sprinkler pipe or duct is installed, it breaks the cycle of the project. Working out of order almost certainly can spell disaster and lead tempers to flare.
Overbilling a client for work that isn’t completed might not be the best answer either. After spending time building relationships and trust with a client by performing to the highest standard, to turn around and bill for a task not completed could be detrimental. At the end of the day I believe the best means around the solution is to maintain trust and faith with said client.
Underpaying could also be a very difficult decision to make. This usually means deferring trust with the team that will inevitably help you complete the project. Some contractors might perform faster in order to build up more of an owed payment, while others might perform inadequate.
In conclusion I believe that construction management could be an extremely trying profession. In order to succeed in this industry immediately one should be given proper authority to swiftly make a decision based on knowledge, information, timing, and passion. If any of these traits are overlooked it could result in epic failure. If and when making a decision arrives at your door, understand that you should stand behind it without a crack or wrinkle in your voice and mind.